for the state, creating jobs for hotel staff and related individuals, creating a classic look for the city, meeting the needs of tourists for rest, entertainment and travel.
Company mission:
Hotel business and tourism services and products: Bedrooms, meetings, representative offices.
Domestic and international travel business Import and export of tourism products.
Specific tasks of the company's organizational structure:
Board of Directors : Headed by the chairman of the board of directors, is the highest level of leadership.
top management of the company
Board of Supervisors: Oversees the company's overall operations, business performance and financial situation.
Director: Is the person responsible for the legal entity of the enterprise, strictly complies with the legal policies and regulations of the state, outlines and organizes the implementation of the business strategies and policies on the hotel's operational plan, continuously improves the economic efficiency and social efficiency of the hotel, the company director is responsible for the general implementation of internal and external affairs, organizes staff, leads the salary plan, is in charge of recruiting staff, checks promotions, dismissals and rewards, punishes managers, outlines financial plans and financial planning with the accounting department, and financial planning with the statistics and accounting department.
Deputy Director: Assists the director and discusses work with the director.
Director and represent the director to handle work when the director is absent.
Administrative Department: Performs labor and salary work, administrative management, personnel management, records management, and commendation evaluation.
Reward, discipline, recruit workers according to the requirements of departments and company divisions.
Financial planning department: The function of the management department is to unify capital (working capital and fixed capital). The purpose is to preserve, use and develop that capital. Annually calculate depreciation and review profits to put into the company's funds. This department includes: Accounting, financial accounting, statistics, salary, purchasing, warehouse.
Marketing and Sales Department: The main function is to advise the company director on tourism market work, business incentive policies and measures to attract customers. Research and propose to the company director on the company's business strategy and tactics in each different stage. Conduct market research, promote and introduce the company's products to domestic and foreign travel agents. Aim to attract more customers, maximize room revenue and sell other tourism products and services of the company.
Security department: Responsible for security, order and safety throughout the hotel, preventing social evils, not allowing bad elements into the hotel, checking working hours for employees, ensuring safety for guests' and hotel's property, keeping vehicles for guests entering and leaving the hotel.
Travel Department: Research the market and organize the sale of domestic and international tours to customers, organize and sign contracts to pick up and guide customers to visit tourist destinations.
2.1.3. The hotel's exploited market and target market
In the hotel business, guests are an extremely important factor in deciding the existence of the hotel. Therefore, Saigon Ha Long Hotel always focuses on improving quality, equipping complete facilities and product structure,... creating a good impression to attract more and more guests to come and return the next time.
Currently, the hotel's main market is international guests, accounting for nearly 80%, the rest are domestic guests. Notably, the number of guests attending conferences and seminars at the hotel is large, guests attending domestic and international conferences and seminars, often combining meetings and sightseeing in Ha Long. Thanks to its position and reputation, the hotel has welcomed many high-ranking delegations from within and outside the country. The hotel was honored to welcome President Tran Duc Luong, along with high-ranking state officials, and the deputy secretary general of the United Nations who stayed at the hotel during their visit and work in Vietnam. In particular, the hotel served the ASEAN member countries' ministerial conference, with all foreign ministers of ASEAN member countries in 2004. In addition, the hotel also welcomed and served many politicians from other countries in the world. Proving the position and reputation of Saigon Ha Long Hotel is very large, always the hotel chosen to host and organize conferences and accommodation programs.
Domestic guests: Business guests account for 30% of the domestic guest structure. They only go to Ha Long for work or to attend conferences, seminars, or travel. In recent years, Saigon Ha Long Hotel has gained its trust because in recent years the hotel has paid attention to establishing a good relationship with large and long-term customers such as: Agencies, departments in provinces and cities across the country. A number of guests come to the hotel thanks to its famous brand and a stable flow of guests provided by Saigon Tourist travel company, in addition to a number of large domestic travel companies providing a large number of guests to the hotel.
International guests: This group of guests travel for tourism purposes, accounting for 80%, mainly French, Japanese, Korean, Taiwanese, etc. These guests often do not have time restrictions when staying at the hotel, so additional services are more attractive to them than business guests. European guests often stay at hotels at the end of the year and the beginning of the year, and then from February to March, Korean, Chinese and some other countries in the region stay at hotels more.
Table 01. Structure of Saigon Ha Long hotel's guest sources in 2007 - 2008.
S
TT
Customer type | T ratio | |
1 | France, Korea, Japan, Taiwan | 7 0% |
2 | Vietnam, Overseas Vietnamese, Individual customers,... | 2 3% |
3 | USA, Canada, Southeast Asian countries other | 7 % |
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Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
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At that time, the Branch had to set aside a provision for credit risks, which reduced the Branch's income.
Chart 2.2. Pre-tax profit of BIDV Tien Giang in the period 2011-2015
Unit: Billion VND
140
120
100
80
60
40
20
0
63.3
80.34
89.29
110.08
131.99
2011 2012 2013 2014 2015
Profit before tax
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, through chart 2.2, it can be seen that BIDV Tien Giang's profit is still increasing continuously, and its operating efficiency is currently leaking. This is a contribution of non-credit services, and this service segment will be increasingly focused on growth by BIDV Tien Giang to ensure the highest profit safety because credit activities have many potential risks. At the same time, focusing on developing non-credit services is consistent with one of the contents of restructuring the financial activities of credit institutions in the project "Restructuring the system of credit institutions in the period 2011-2015" approved by the Prime Minister in Decision No. 254/QD-TTg dated March 1, 2012 [14]: "Gradually shifting the business model of commercial banks towards reducing dependence on credit activities and increasing income from non-credit services".
2.2. Current status of non-credit service development at BIDV Tien Giang.
2.2.1. BIDV Tien Giang has deployed the development of non-credit services in recent times.
Along with the development of the Head Office, BIDV Tien Giang's products and services are constantly improved and deployed in a diverse manner to ensure provision for many different customer groups in the area: individual customers, corporate customers, and financial institutions. Typical services are as follows: Payment services, treasury services, guarantee services, card services, trade finance, other services: Western Union, insurance commissions, consulting services, foreign exchange derivatives trading, e-banking services,...
2.2.1.1. Payment services:
In accordance with the Prime Minister's Project to promote non-cash payments in Vietnam [15], banks in Tien Giang province have continuously developed payment services to reduce customers' cash usage habits through card services and electronic banking services such as: salary payment through accounts, focusing on developing card acceptance points, developing multi-purpose cards, paying social insurance by transfer, paying bills through banks, etc.
Chart 2.3. Net income from payment services in the period 2011-2015
Unit: Million VND
6000
5000
4000
3000
2000
1000
0
3922 4065
4720 5084 5324
2011 2012 2013 2014 2015
Net income from payment services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Along with the technological development of the entire system, BIDV Tien Giang has a payment system with a fairly stable transaction processing speed, bringing many conveniences to customers. The results of observing chart 2.3 show that the income from payment services that the Branch has achieved has grown over the years but the speed is not high and the products are not outstanding compared to other banks. Domestic payment products such as: Online bill payment, electricity bills, water bills, insurance premiums, cable TV bills, telecommunications fees, airline tickets, etc. bring many conveniences to customers. Regarding international payment, this is an indispensable activity for foreign economic activities, BIDV Tien Giang is providing international payment methods for small enterprises producing agriculture, aquatic food and seafood that have credit relationships with banks in industrial parks in Tien Giang province such as: money transfer, collection, L/C payment.
2.2.1.2. Treasury services:
BIDV Tien Giang always focuses on ensuring treasury safety and currency security, always complies with legal regulations, and minimizes risks in operations such as: counting and collecting money from customers, receiving and delivering internal transactions, collecting from the State Bank (SBV) or other credit institutions, receiving ATM funds, bundling money, etc. BIDV Tien Giang's treasury service management department is always fully equipped with modern machinery and equipment such as: money transport vehicles, fire prevention tools, money counters, money detectors, magnifying glasses, etc. to ensure absolute safety in treasury operations, immediately identifying real and fake money and other risks that may affect people and assets of the bank and customers. In addition, implementing regulation 2480/QC dated October 28, 2008 between the State Bank of Tien Giang province and the Provincial Police on coordination in the fight against counterfeit money, in the 3-year review of implementation, BIDV Tien Giang discovered, seized and submitted to the State Bank of Tien Giang province 475 banknotes of various denominations and was commended by the Provincial Police and the State Bank of Tien Giang province [17].
Chart 2.4. Net income from treasury services in the period 2011-2015
Unit: Million VND
350
300
250
200
150
100
50
0
105 122
309 289 279
2011 2012 2013 2014 2015
Net income from treasury services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, as shown in Figure 2.4, income from treasury operations is not high and fluctuates. Specifically, in the period 2011-2013, net income increased and increased most sharply in 2013, then in the period 2013-2015, there was a downward trend. This fluctuation is due to the fact that fees collected from treasury services are often very low and can even be waived to attract customers to use other services.
2.2.1.3. Guarantee and trade finance services:
BIDV Tien Giang, thanks to the advantages of the province and the favorable location of the Branch, has continuously focused on developing income from guarantee services and trade finance.
Chart 2.5. Net income from guarantee and trade finance services in the period 2011-2015
Unit: Million VND
14000
12000
10000
8000
6000
4000
2000
0
5193 5695
2742 3420
8889
3992
11604 12206
5143 5312
2011 2012 2013 2014 2015
Net income from guarantee services Net income from Trade Finance
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.5, we can see that BIDV Tien Giang's income from guarantee services and trade finance has grown over the years. The reason is: Among BIDV Tien Giang's corporate customers, the construction industry is the industry with the highest proportion of customers after the trading industry, this is a group of customers with potential to develop guarantee services. The second group of customers is corporate customers in the fields of agricultural production, livestock and seafood processing with high import and export turnover in the area.
are the target of trade finance development. In addition, BIDV Tien Giang also focuses on continuously developing these customer groups to increase revenue for many other products and services in the future.
2.2.1.4. Card and POS services:
As a service that BIDV Tien Giang has recently developed strongly, it can be said that this is a very potential market and has the ability to develop even more strongly in the future. Card services with outstanding advantages such as fast payment time, wide payment range, quite safe, effective and suitable for the integration trend and the Project to promote non-cash payments in Vietnam. Cards have become a modern and popular payment tool. BIDV Tien Giang early identified that developing card services is to expand the market to people in society, create capital mobilized from card-opened accounts, contribute to diversifying banking activities, enhance the image of the bank, bring the BIDV Tien Giang brand to people as quickly and easily as possible. BIDV Tien Giang is currently providing card types such as: credit cards (BIDV MasterCard Platinum, BIDV Visa Gold Precious, BIDV Visa Manchester United, BIDV Visa Classic), international debit cards (BIDV Ready Card, BIDV Manu Debit Card), domestic debit cards (BIDV Harmony Card, BIDV eTrans Card, BIDV Moving Card, BIDV-Lingo Co-branded Card, BIDV-Co.opmart Co-branded Card). These cards can be paid via POS/EDC or on the ATM system. In addition, with debit cards, customers can not only withdraw money via ATMs but also perform utilities such as mobile top-up, online payment, money transfer,... through electronic banking services.
In order to attract customers with card services, BIDV Tien Giang has continuously increased the installation of ATMs. As of December 31, 2015, BIDV Tien Giang has 23 ATMs combined with 7 ATMs in the same system of BIDV My Tho, so the number of ATMs is quite large, especially in the center of My Tho City, but is not yet fully present in the districts. Basic services on ATMs such as withdrawing money, checking balances, printing short statements,... BIDV ATMs accept cards from banks in the system.
Banknetvn and Smartlink, cards branded by international card organizations Union Pay (CUP), VISA, MasterCard and cards of banks in the Asian Payment Network. From here, cardholders can make bill payments for themselves or others at ATMs, by simply entering the subscriber number or customer code, booking code that service providers notify and make bill payments.
Chart 2.6. Net income from card services in the period 2011-2015
Unit: Million VND
3500
3000
2500
2000
1500
1000
500
0
687
1023
1547
2267
3104
2011 2012 2013 2014 2015
Net income from card services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.6, it can be seen that BIDV Tien Giang's card service income is constantly growing because the Branch focuses on developing businesses operating in industrial parks, which are the source of customers for salary payment products, ATMs, BSMS. Specifically, there are companies such as Freeview, Quang Viet, Dai Thanh, which are businesses with a large number of card openings at the Branch, contributing to the increase in card service fees [25].
Table 2.6. Number of ATMs and POS machines in 2015 of some banks in Tien Giang area.
Unit: Machine
STT
Bank name
Number of ATMs
Cumulative number of ATM cards
POS machine
1
BIDV Tien Giang
23
97,095
22
2
BIDV My Tho
7
21,325
0
3
Agribank Tien Giang
29
115,743
77
4
Vietinbank Tien Giang
16
100,052
54
5
Dong A Tien Giang
26
97,536
11
6
Sacombank Tien Giang
24
88,513
27
7
Vietcombank Tien Giang
15
61,607
96
8
Vietinbank - Tay Tien Giang Branch
6
46,042
38
(Source: 2015 Banking Activity Data Report of the General and Internal Control Department of the Provincial State Bank [21])
Through table 2.6, the author finds that the number of ATMs of BIDV Tien Giang is not much, ranking fourth after Agribank Tien Giang, Dong A Tien Giang, Sacombank Tien Giang. The number of POS machines of BIDV Tien Giang is very small, only higher than Dong A Tien Giang and BIDV My Tho in the initial stages of merging the BIDV system. Besides, BIDV Tien Giang has a high number of cards increasing over the years (table 2.7) but the cumulative number of cards issued up to December 31, 2015 is still relatively low compared to Agribank, Vietcombank, Dong A (table 2.6).
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The relationship between market orientation, learning orientation and business results of hotel and restaurant enterprises: A case study in Ho Chi Minh City - 36 -
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( Source: Company accounting department )
In the coming time, the hotel's goal is to carefully research the source of customers, the target customers of Europe, Korea, Taiwan in terms of their preferences, consumption habits, and eating needs to offer high quality products that meet international standards, bringing satisfaction to tourists, especially domestic tourists also need to focus on, this is also the source of customers that will increase in the coming time, the goal of increasing the customer market in addition to providing perfect services, with the service style of a team of professionally qualified staff will be the potential to attract more and more customers to the hotel, contributing to enhancing the hotel's brand and increasing revenue.
2.1.4.Hotel business results.
Table 02: Total revenue of Saigon Ha Long Hotel in 2006, 2007, 2008
Unit: VND
Year
Total revenue | |
2006 | 47,754,263,000 |
2007 | 49,235,983,000 |
2008 | 53,472,861,000 |
Source: (Company accounting department)
Based on the table of total revenue results of Saigon Ha Long Hotel, from 2006, 2007, to 2008, there are clear and encouraging signs of development, each year always achieves higher revenue than the previous year, revenue mainly comes from room and restaurant business. In 2007, the increase compared to 2006 was about 2 billion VND, in 2008, the increase compared to 2007 was 3 billion VND. These are very meaningful numbers, gradually affirming the strength of the hotel, increasing revenue is also at the same time increasing the position and image of the hotel. It is the business policies and service quality that have promoted the hotel's brand to customers and tourism markets, aiming to attract a large number of guests to the hotel, increase the hotel's revenue, and always set a development plan for the following year to be higher than the previous year.
2.1.5. Human resources and facilities in the hotel
2.1.5.1. Human resources in the hotel.
Most of the products in the hotel are services that the staff directly serve, so in the customer's mind, the staff is the face of the hotel.
The hotel has 240 staff, with an average age of under 30 years old, so they work quite quickly, energetically, enthusiastically, eager to learn and effectively. In general, the hotel staff are all good-looking, so they easily make a good impression on guests. Due to the nature of the work, which requires the dexterity, flexibility and gentleness of women, the number of female staff is large.
larger than male staff. In hotels, departments are always recruiting new staff, transferring departments to rejuvenate the staff, this is an inevitable point in the hotel business.
Most of the hotel staff are trained from the tourism departments of the University of Social Sciences and Humanities, Hanoi Open University, Hai Phong Private University, Quang Ninh College of Culture, Arts and Tourism, Hanoi College of Tourism. The hotel staff all have certain knowledge of hotel business, rules of diplomacy, etiquette, customs, and psychology of some ethnic groups and countries in the region, as well as in the world. In addition, they have the ability to communicate in foreign languages. The main customers of Saigon Ha Long Hotel are international guests, so foreign language requirements for hotel staff are indispensable. All hotel staff are able to communicate in English. For the restaurant and reception departments, staff must also know Chinese or Korean, ensuring the ability to meet the needs of guests.
The staff of Saigon Ha Long Hotel always has a warm and friendly service attitude towards all guests coming to the hotel, regardless of whether they are foreign or Vietnamese, European or Asian guests , and does not show any concern for serving this guest but being indifferent to another. While communicating with guests, the staff in the hotel always try to show a professional service style and respect for customers. The staff in the hotel always serve customers with the motto: " The customer is king " or " Please the guests when they come, please the guests when they go ", " The customer is always right ". Always serve with 4S. Smile, Smart, Speed, Sincerly and consider it a strategy for the development of their business. To improve the quality of its staff, in addition to selecting quality input, the hotel also always improves the skills of employees in each department, sends people to study further, organizes salary increase exams, and periodically improves skills.
Table 03: Labor qualifications of the company
ST
T
Level | Number (people) | |
1 | University degree | 72 |
2 | College degree | 67 |
3 | Intermediate level | 83 |
4 | Trained worker | 18 |
Total | 240 |
( Source: Company Administration Department )
2.1.5.2. Technical facilities of the hotel

Lobby and reception area:
The lobby and reception area is the first place guests come into contact with the hotel, it gives guests their first impression of the hotel, this area has an area of 70 m2 and is equipped with:
- 4 networked computers linked to other departments, facilitating quick synthesis of information.
- 2-way air conditioning.
- The telephone helps the receptionist contact departments and can directly go abroad.
- Money exchange counter
- Photocopier
- Wall clocks with time in some countries around the world
- A 29 inch TV that can receive foreign channels.
- Next to the reception desk is the “Impression Lobby bar” to help guests relax when they first arrive at the hotel, next to it is a souvenir shop for visitors. In addition, to create comfort for guests, the reception area is also decorated with many ornamental plants to create a fresh atmosphere.

Accommodation facilities:
Accommodation business is the main business of the hotel, including two areas: Villa area and a 15-storey building, with 228 elegant bedrooms with harmonious equipment and modern amenities, including 21 Villa superior rooms, 02 Villa suites, 88 Superior rooms, 104 Duluxe rooms, 12 Executive Suites, 01 Presidential Suite, especially with Suite room standards, you will be given 01 bottle of Champagne and a free fruit basket in the room.
The rooms in the hotel are all well soundproofed, with no outside noise coming in, ensuring guests have a quiet space to rest and relax. In particular, the President room: 164 m2 , Double bed 2m x 2m, with bathtub
Multi-function standing room, whirlpool bathtub, automatic standing urinal, personal air conditioning, large and private balcony, suitable for high-ranking officials and businessmen. Suite room has an area of 82m2 , double bed, standing bathtub, no
Individual air conditioning (except room 903 and 923), suitable for European tourists. Deluxe room has an area of 41m2 , bed 1.4m x 2m, has bathtub, most are Twin rooms. Superior room has an area of 38m2 , bed 1.2m x 2m, has bathtub, all are Twin rooms.
All rooms in the hotel are designed with sea view, the equipment in the bedroom is guaranteed to be timeless, modern and imported from abroad to meet the quality of a 4-star hotel, the
The harmony and uniformity between colors and equipment creates a cozy and airy space for the room. The main color of the room is light yellow. In each room, there are vases of flowers and paintings of landscapes and people bearing the mark of Vietnam.


![Pre-tax Profit of Bidv Tien Giang in the Period 2011-2015
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At that time, the Branch had to set aside a provision for credit risks, which reduced the Branchs income.
Chart 2.2. Pre-tax profit of BIDV Tien Giang in the period 2011-2015
Unit: Billion VND
140
120
100
80
60
40
20
0
63.3
80.34
89.29
110.08
131.99
2011 2012 2013 2014 2015
Profit before tax
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, through chart 2.2, it can be seen that BIDV Tien Giangs profit is still increasing continuously, and its operating efficiency is currently leaking. This is a contribution of non-credit services, and this service segment will be increasingly focused on growth by BIDV Tien Giang to ensure the highest profit safety because credit activities have many potential risks. At the same time, focusing on developing non-credit services is consistent with one of the contents of restructuring the financial activities of credit institutions in the project Restructuring the system of credit institutions in the period 2011-2015 approved by the Prime Minister in Decision No. 254/QD-TTg dated March 1, 2012 [14]: Gradually shifting the business model of commercial banks towards reducing dependence on credit activities and increasing income from non-credit services.
2.2. Current status of non-credit service development at BIDV Tien Giang.
2.2.1. BIDV Tien Giang has deployed the development of non-credit services in recent times.
Along with the development of the Head Office, BIDV Tien Giangs products and services are constantly improved and deployed in a diverse manner to ensure provision for many different customer groups in the area: individual customers, corporate customers, and financial institutions. Typical services are as follows: Payment services, treasury services, guarantee services, card services, trade finance, other services: Western Union, insurance commissions, consulting services, foreign exchange derivatives trading, e-banking services,...
2.2.1.1. Payment services:
In accordance with the Prime Ministers Project to promote non-cash payments in Vietnam [15], banks in Tien Giang province have continuously developed payment services to reduce customers cash usage habits through card services and electronic banking services such as: salary payment through accounts, focusing on developing card acceptance points, developing multi-purpose cards, paying social insurance by transfer, paying bills through banks, etc.
Chart 2.3. Net income from payment services in the period 2011-2015
Unit: Million VND
6000
5000
4000
3000
2000
1000
0
3922 4065
4720 5084 5324
2011 2012 2013 2014 2015
Net income from payment services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Along with the technological development of the entire system, BIDV Tien Giang has a payment system with a fairly stable transaction processing speed, bringing many conveniences to customers. The results of observing chart 2.3 show that the income from payment services that the Branch has achieved has grown over the years but the speed is not high and the products are not outstanding compared to other banks. Domestic payment products such as: Online bill payment, electricity bills, water bills, insurance premiums, cable TV bills, telecommunications fees, airline tickets, etc. bring many conveniences to customers. Regarding international payment, this is an indispensable activity for foreign economic activities, BIDV Tien Giang is providing international payment methods for small enterprises producing agriculture, aquatic food and seafood that have credit relationships with banks in industrial parks in Tien Giang province such as: money transfer, collection, L/C payment.
2.2.1.2. Treasury services:
BIDV Tien Giang always focuses on ensuring treasury safety and currency security, always complies with legal regulations, and minimizes risks in operations such as: counting and collecting money from customers, receiving and delivering internal transactions, collecting from the State Bank (SBV) or other credit institutions, receiving ATM funds, bundling money, etc. BIDV Tien Giangs treasury service management department is always fully equipped with modern machinery and equipment such as: money transport vehicles, fire prevention tools, money counters, money detectors, magnifying glasses, etc. to ensure absolute safety in treasury operations, immediately identifying real and fake money and other risks that may affect people and assets of the bank and customers. In addition, implementing regulation 2480/QC dated October 28, 2008 between the State Bank of Tien Giang province and the Provincial Police on coordination in the fight against counterfeit money, in the 3-year review of implementation, BIDV Tien Giang discovered, seized and submitted to the State Bank of Tien Giang province 475 banknotes of various denominations and was commended by the Provincial Police and the State Bank of Tien Giang province [17].
Chart 2.4. Net income from treasury services in the period 2011-2015
Unit: Million VND
350
300
250
200
150
100
50
0
105 122
309 289 279
2011 2012 2013 2014 2015
Net income from treasury services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
However, as shown in Figure 2.4, income from treasury operations is not high and fluctuates. Specifically, in the period 2011-2013, net income increased and increased most sharply in 2013, then in the period 2013-2015, there was a downward trend. This fluctuation is due to the fact that fees collected from treasury services are often very low and can even be waived to attract customers to use other services.
2.2.1.3. Guarantee and trade finance services:
BIDV Tien Giang, thanks to the advantages of the province and the favorable location of the Branch, has continuously focused on developing income from guarantee services and trade finance.
Chart 2.5. Net income from guarantee and trade finance services in the period 2011-2015
Unit: Million VND
14000
12000
10000
8000
6000
4000
2000
0
5193 5695
2742 3420
8889
3992
11604 12206
5143 5312
2011 2012 2013 2014 2015
Net income from guarantee services Net income from Trade Finance
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.5, we can see that BIDV Tien Giangs income from guarantee services and trade finance has grown over the years. The reason is: Among BIDV Tien Giangs corporate customers, the construction industry is the industry with the highest proportion of customers after the trading industry, this is a group of customers with potential to develop guarantee services. The second group of customers is corporate customers in the fields of agricultural production, livestock and seafood processing with high import and export turnover in the area.
are the target of trade finance development. In addition, BIDV Tien Giang also focuses on continuously developing these customer groups to increase revenue for many other products and services in the future.
2.2.1.4. Card and POS services:
As a service that BIDV Tien Giang has recently developed strongly, it can be said that this is a very potential market and has the ability to develop even more strongly in the future. Card services with outstanding advantages such as fast payment time, wide payment range, quite safe, effective and suitable for the integration trend and the Project to promote non-cash payments in Vietnam. Cards have become a modern and popular payment tool. BIDV Tien Giang early identified that developing card services is to expand the market to people in society, create capital mobilized from card-opened accounts, contribute to diversifying banking activities, enhance the image of the bank, bring the BIDV Tien Giang brand to people as quickly and easily as possible. BIDV Tien Giang is currently providing card types such as: credit cards (BIDV MasterCard Platinum, BIDV Visa Gold Precious, BIDV Visa Manchester United, BIDV Visa Classic), international debit cards (BIDV Ready Card, BIDV Manu Debit Card), domestic debit cards (BIDV Harmony Card, BIDV eTrans Card, BIDV Moving Card, BIDV-Lingo Co-branded Card, BIDV-Co.opmart Co-branded Card). These cards can be paid via POS/EDC or on the ATM system. In addition, with debit cards, customers can not only withdraw money via ATMs but also perform utilities such as mobile top-up, online payment, money transfer,... through electronic banking services.
In order to attract customers with card services, BIDV Tien Giang has continuously increased the installation of ATMs. As of December 31, 2015, BIDV Tien Giang has 23 ATMs combined with 7 ATMs in the same system of BIDV My Tho, so the number of ATMs is quite large, especially in the center of My Tho City, but is not yet fully present in the districts. Basic services on ATMs such as withdrawing money, checking balances, printing short statements,... BIDV ATMs accept cards from banks in the system.
Banknetvn and Smartlink, cards branded by international card organizations Union Pay (CUP), VISA, MasterCard and cards of banks in the Asian Payment Network. From here, cardholders can make bill payments for themselves or others at ATMs, by simply entering the subscriber number or customer code, booking code that service providers notify and make bill payments.
Chart 2.6. Net income from card services in the period 2011-2015
Unit: Million VND
3500
3000
2500
2000
1500
1000
500
0
687
1023
1547
2267
3104
2011 2012 2013 2014 2015
Net income from card services
(Source: Report on the implementation of the annual business plan of the General Planning Department of BIDV Tien Giang [24])
Through chart 2.6, it can be seen that BIDV Tien Giangs card service income is constantly growing because the Branch focuses on developing businesses operating in industrial parks, which are the source of customers for salary payment products, ATMs, BSMS. Specifically, there are companies such as Freeview, Quang Viet, Dai Thanh, which are businesses with a large number of card openings at the Branch, contributing to the increase in card service fees [25].
Table 2.6. Number of ATMs and POS machines in 2015 of some banks in Tien Giang area.
Unit: Machine
STT
Bank name
Number of ATMs
Cumulative number of ATM cards
POS machine
1
BIDV Tien Giang
23
97,095
22
2
BIDV My Tho
7
21,325
0
3
Agribank Tien Giang
29
115,743
77
4
Vietinbank Tien Giang
16
100,052
54
5
Dong A Tien Giang
26
97,536
11
6
Sacombank Tien Giang
24
88,513
27
7
Vietcombank Tien Giang
15
61,607
96
8
Vietinbank - Tay Tien Giang Branch
6
46,042
38
(Source: 2015 Banking Activity Data Report of the General and Internal Control Department of the Provincial State Bank [21])
Through table 2.6, the author finds that the number of ATMs of BIDV Tien Giang is not much, ranking fourth after Agribank Tien Giang, Dong A Tien Giang, Sacombank Tien Giang. The number of POS machines of BIDV Tien Giang is very small, only higher than Dong A Tien Giang and BIDV My Tho in the initial stages of merging the BIDV system. Besides, BIDV Tien Giang has a high number of cards increasing over the years (table 2.7) but the cumulative number of cards issued up to December 31, 2015 is still relatively low compared to Agribank, Vietcombank, Dong A (table 2.6).
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